Process Mapping and Waste Identification Duane Fisher – Continuous Improvement & Process Governance Sr. Director, Master Black Belt

Heather Marzano – Process Governance Manager, Green Belt

Christine Lamm – Continuous Improvement Process Manager, Black Belt

Goal & Objectives for the Training

To provide awareness about continuous improvement process mapping techniques and waste identification For Business Analysts

By - Learning process mapping - Learning the difference between waste and value - Learning how to identify waste in a process - Learning how to categorize waste So That Business Analyst can efficiently and effectively analyze

and synthesize information provided by a large number of people who interact with the business and elicit the actual needs of stakeholders Icon Used in Training:

- Apply what you learned

- QRC/Template

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Process Mapping

What is a Process

A process is a structured set of activities designed to accomplish a specific objective. A process takes inputs and turns them into defined outputs.

Process Characteristics Measurable

Delivers a specific result

Delivers results to a customer

Traceable to a specific trigger

Input Process Output

Process Map Definition

The process map gives a pictorial representation of the process as it really is – current state

- You must go to the gemba (where the work takes place) when developing a process map

How much detail is too much?

- Various levels of detail are used to describe what influences the process

- Make sure that all individuals understand the process map

If there is a problem within the process, the process map provides the foundation for starting an improvement idea

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Why Map a Process?

Why map a process? - Provides a step by step view of the process by the people who work the process

- Identifies who performs each task or activity and when

- Provides a baseline understanding for a process

- Can lead to improvements for an individual work process

What do you need? - You or any other individuals who are part of the work process

- Data that is used in the work process

Mapping Tools: - Anything you can get your hands on

> Virtual: Visio, PowerPoint, www.draw.io

> Face to Face: Flipchart paper, post-its, markers, tape

How do you map a process? Understand where the process starts and stops FIRST! Brainstorm the functions that touch the work process

- If possible, invite all team members to participate in developing the process map

Create a “swim-lane” in the map for each function identified Start by writing the first activity and then map the work process task-by-

task - Process map denotes time from left to right; only stack tasks if they happen at

the same time

Review the process from start to finish to make sure that the tasks/decisions are in the right order and see if any activities are missing For each task, think about:

- Estimated time to accomplish the task - Frequency of occurrence

Capture any other relevant work process information on the map - Add a swimlane for systems/deliverables/job aids/templates etc.

Process Mapping Symbols

Rectangle – denotes a task in the process

Diamond – denotes a decision to be made in the process

Oval - Used to show the materials, information or action (inputs) to start the process or to show the results at the end (output) of the process

On or Off Page Reference- Identifies a break in the process map and is continued elsewhere on the same page or another page

Arrows - Show the direction or flow of the process

Sub-process box- One or more tasks that accomplish a significant portion or stage of a process

Document - This shape represents a step that results in a document

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A

Start

Task

Remember…..

Map the process as it REALLY is and Not as it: - should be, could be, might be

Focus is on actual activities, not on planned. Take the following into account: - Formal and informal activities.

- Other exceptions to normal activities (e.g. process of dealing with urgent orders).

Check the current version of the process map with the process owner and ask: - Is this correct?

- Is this what is happening at the moment?

- How does it compare to the documented process?

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Process Mapping Takeaways

Process Map Example Making Coffee

Making Coffee

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High-Level Process Flow

Need Coffee Stumble to coffee pot Put in filter

Grind beans

Put in water

Turn on

Coffee pot

Pour Coffee into

cup

Cup of coffee

Making Coffee

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Detailed Process Map

Group Exercise

Pick an example:

- Making Cookies

- Checking voice-mail

- Washing the Car

- Initiating a meeting via Outlook

Using the flipchart paper and post-it notes in the room, work with your group to process map getting dressed in the morning

Review the scope of each process: Start, End

- See Group Exercise Worksheet

Be prepared to share the groups DETAILED process map

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Pick an example that best fits your group

Difference Between Waste and Value

What is value?

Any activity the customer is willing to pay for

Change to a product, service or information

Done right the first time

What is waste?

Anything that adds cost without adding value

- In any work process

- Anywhere in the value stream

Types of waste

Type 1

- Creates no value but is unavoidable because of technology, customer or regulatory issues

>(e.g. OSHA, ISO, SOX, Internal standards, ABC Policies and procedures, etc.)

Type 2

- Creates no value and are immediately avoidable

How to Identify Waste in a Process

10 Forms of Waste

Form of Waste Definition Examples

Movement Unnecessary movement

Handoffs, Travel from 1 workstation another, turning, bending lifting at a workstation

Waiting Delay in work activity while some needed resources becomes available

Waiting for a reply from an email to continue to work

Interruptions Stoppage in work activity due to some external factor

Machine breakdown, Phone call, Organizational support

Searching Activity required to locate some needed resources

A person, tool, or piece of information

Inspections Checking for defects by a workstation different from the producing workstation

Matching information to other sources

10 Forms of Waste

Form of Waste Definition Examples

Defects and Rework

Time required reprocessing a product, component or information item to fix the defective unit

Break/fix issues, Enhancement defects

Setup

Labor required readying a performer, machine or process, or change from one work process to another

Computer boot-up, printer warm-up time

Inventory, Storage and Overproduction

Making more, earlier, or faster than is required by the next process

Unnecessary hard copies being stored, Printing paperwork or processing an order before it is needed

Unnecessary Processing

Work activity that is repetitive or otherwise unneeded in order to advance progress of a product or service

Asking a customer if their CC is Visa, Master Card, etc. as well as ask for their CC#

Non-Utilized Talent Underutilizing people’s talents, skills and knowledge

Employees are not engaged, Not listening to their ideas or not supporting their careers

Sandwich Exercise

What are the forms of waste that you see in this process of making a sandwich?

Group Exercise

Using Pink Post it Notes, write the type of waste you see in your process and put that pink sticky on that step of the process map

- i.e. Movement, Setup, Searching

Be prepared to share the different types of waste you found!

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Identify the Waste in the Process you mapped

How to Categorize Waste

Categorize Issues

People

• Motivation and competencies of the people involved

• Example: Training issues

Process

• The conceptual soundness, fit and speed of the approach followed

• Example: Assigning user access issues

Technology

• The hardware, software, architecture and information flows used

• Example: Network bandwidth issues

Culture

• Leadership support and organizational incentives

• Example: Disregard for Risk

Information

• Accuracy, timeliness, content and completeness of documents and data

• Example: Info in form is incorrect

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Categorization can be used to illuminate the relationship between the issues brainstormed and what type of solution may be needed - For example, you can’t solve process issues with technology; culture issues

may take longer to implement

Method: Print or setup a space with the categories below and ask participants to align the issue with a category

If the issue spans more than 1 category, then put the issue between the two categories or in another columns labeled “All”

Categorization Example

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Using the Sandwich Example from Identify Waste

People

• Defects and Rework – The Chef hires an assistant that improperly makes sandwiches due to insufficient training

Process

• Movement of the chef from one table to another

• Current Setup of the ingredients is not ideal

Technology

• Inventory, Storage and Overproduction – Chef’s system does not have enough storage to order all of his products

Culture

• Unnecessary Processing – The Chef has a paper system for managing orders because he has always done it that way

Information

• Defects and Rework – When reading the order the chef was missing what condiments the customer wanted

Group Exercise

Write the issue/waste categorization type on the pink sticky’s

Be prepared to share the different categorizations you identified!

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Categorize the Waste in the Process you mapped

Key Takeaways & Plus/Delta

Key Takeaways

Ensure that everyone understands the objective and has an understanding of the process – walk the process, see the output You can start high level and add detail

as needed Include everyone who is part of the

process in the process mapping session By thinking through the 10 forms of

waste, you identify all the opportunities for improvement! Categorizing the waste can help

ensure the solutions you develop will solve the right type of waste or issues - i.e. you cannot fix process issues with

technology solutions

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Review

What’s Next

Prioritize Issues

- Sample Tool: Issue/Waste Matrix

Brainstorm Solutions

- Sample Tool: Mistake Proofing Scale

Prioritize Solutions

- Sample Tool: Solutions Matrix

Create a Project Plan to Implement those solutions

- Sample Tool: Implementation Plan Enhanced (Includes Measures)

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What still needs to be done to implement your improvements?

Plus Delta

Things you like about today

Things we should keep doing

Improvement Idea for next time

Prioritize Issues/Waste

Rank the issue/waste by impact and frequency

Use matrix to prioritize - Severity/Impact – How much does

it impact the output of the process? >Customer Requirements, addressing

root causes, etc.

- Frequency – How often does this issue/waste occur? >Always occurs, Rarely occurs

- Start with Severity first; then Frequency

- Define these for your own process

High Impact Happens

Occasionally

High Impact Happens

Often

Low Impact Happens

Occasionally

Low Impact Happens

Often

Waste Frequency

Sev

erity

/Impa

ct o

f Was

te

Mistake Proofing Scale for Solutions Ensure the issue that the solution is solving is higher on the Mistake Proofing Scale

-Relative Mistake Proofing Power

Method Description FeedbackCorrective

ActionExample

HIGH 10 Eliminate Redesign product or process so task or part is no longer necessary Automatic Compulsory Simplify process and remove step in

which error is occuring

9 ControlPrevent errors from becoming defects by providing immediate feedback and

self-correction

Part features onlyl allow assembly the correct way

8 Shutdown Prevent errors by triggering process to shut down when error is detected

Website will not advance to next screen unless data is entered into

field

7 Replace Exchange current process with more reliable process

Bar code scanner repaces manual data entry.

6 MitigateMinimize effect of making errors, or provide easy means of recovery or

reworkFuses prevent overloading cirucuits

5 WarnAutomatically alert operators of abnormal conditions (Correction

requires operator vigilance)Discretionary Car seatbelt buzzer or light

4 Sensory AlertOperator initiates signal once error is detected through sight, sound, touch,

smell or taste

Operator Dependent

Eggcrates' in small parts packaging

3 Facilitate Use aids to help make it easy to do something correctly

Visual controls, checklists, forms

2Build Standards Into

Workplace

Make work environment itself communicate established standards

(Put knowledge in the world)Visual displays, color coding, labels

1 Share StandardsEstablish standard methods for right

way to do something and commuicate to all necessary individuals

Procedures, training

LOW 0 Share Information

Identify key information needed for successful processing and

communicate to all necessary individuals

Informal sharing of knowledge

Prioritize, select and implement solutions

Review every brainstormed idea

Prioritize using the Solution Matrix - Effectiveness – Can you produce

what is needed for the output of the process?

- Efficiency – How long will it take? How much effort is involved?

- Define these for your own process

Being effective is about doing the right things, while being efficient is about doing things right!!!!

Very Effective High Cost or Hard to do

Very Effective Low Cost or Easy to do

Less Effective High Cost or Hard to do

Less Effective

Low Cost or Easy to do

Efficiency

Effe

ctiv

enes

s

Prioritize, select and implement solutions

Review the solutions in order of:

- High Effectiveness/Low Efficiency

- High Effectiveness/High Efficiency

Document the selected solutions

- Think about it from a knowledge transfer perspective

Determine who is responsible to implement and by when

Very Effective

High Cost or Hard to do

Very Effective Low Cost or Easy to do

Less Effective

High Cost or Hard to do

Less Effective Low Cost or Easy to do

Efficiency

Effe

ctiv

enes

s

Best Next Best

Evaluate Requirements for Gaps

Does that step (or steps) accomplish the goal of the requirement? Is the measure sufficient to know if we are accomplishing that goal?

Determine Solutions for any of the gaps and input into the Implementation Plan

Review all Requirements and Evaluate against the step intended to accomplish that requirement